Discusses the changing role of the human resource manager and the challenge in meeting the expectations of managers who recognize the importance of strategic planning for human resources. (JOW)

Discusses the Managerial Grid versus Situational Leadership approach to management development. Suggests that they need to be supplemented by new theoretical models, called "Living Systems." (JOW)

Management of conflict has assumed great importance among managers. It should be an essential part of the management development process. Human resource development planners should initiate skill training opportunities for supervisors, managers, and technical specialists in conflict resolution to allow for more effective problem solving and…

Discusses myths about the Japanese management styles; what the West can learn from the Japanese; the concept of nonlinear management; and training modules which teach self-discipline, tolerance, and nonlinear management. (CT)

This article offers 14 practical guidelines that can help pave the way to credibility for the training department in an organization. (Author)

Examines the effectiveness of wilderness labs as a medium for developing management skills. Wilderness labs involve taking managers out of the corporate comfort zone into the outdoors to confront physical challenges. (JOW)

Adult learning is a potentially productive way of identifying the motives and behaviors of effective management. Learning is a distinguishing characteristic of the most effective managers and steps can be taken to enhance managers' abilities in learning how to learn. (JOW)

Discusses a universal foundation upon which a comprehensive supervisory training program may be built. Individual businesses can modify the basic plan, which was developed by the International Labour Organization, to fit their needs. (JOW)

Training managers fully for the performance appraisal process can transform an appraisal discussion from an administrative exercise to a worthwhile experience that contributes to the organization as a whole. (Author/SSH)

The author examines the potential possessed by both men and women in corporations to develop a newly-focused and people-sensitive management style. Discusses management skill dimensions, leadership qualities, flexibility, decision making, inner work standards, and performance stability. (CT)

Discusses the need to understand the competencies (knowledge and skills) which underlie effective job performance. Describes competency models and stresses their importance in organization functioning. (JOW)

Discusses the Chinese commitment to training and human resource development. Describes a department store, the Chinese Enterprise Management Association, a tool factory, and management development centers. (JOW)

Reviews types and evaluates effectiveness of microcomputer-based training for managers: electronic workbooks, simulations/games, expert systems, and management support systems. (SK)

Training employees separately based on gender should be a thing of the past. The trend is toward androgynous management development--blending male (task-oriented) and female (people-oriented) styles. (SK)

When managers apply the skills they learn, the techniques associated with leadership training often do not translate to improvements in employee productivity or in organizational productivity or profitability. (JOW)